Employee voice and silence in organizational behavior

Brinsfield, Chad T.; Edwards, Marissa S.

doi:10.4337/9781788971188.00013

Cited by 30 publications

(45 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The fact that teachers do not voice their grievances to school managers can be interpreted as a sign of employee silence behavior. Brinsfield (2014) argues that employee silence behavior refers to the attitude of employees to withhold information or not to fully express their opinions, whether intentionally or unintentionally. A survey study conducted by Vakola and Bouradas (2005) on 677 employees revealed that organizational forces lead to employees' silent behavior.…”

Section: Tpa and Organizational Climatementioning

confidence: 99%

Human resource policy and teacher appraisal in Ontario in the era of professional accountability

Dandala

2018

Management in Education

View full text Add to dashboard Cite

This article suggests that the implementation of human resource policies such as teacher performance appraisal (TPA) is a disturbance to the school organizational climate. Based on my cross-examination of both school managers’ and teachers’ discourse, I suggest that a new leadership approach needs to be developed at the school level to effectively coordinate TPA implementation in such a way that it can enhance teacher professional growth.

show abstract

Section: Tpa and Organizational Climatementioning

confidence: 99%

Human resource policy and teacher appraisal in Ontario in the era of professional accountability

Dandala

2018

Management in Education

View full text Add to dashboard Cite

show abstract

“…While problematic in that it sets to establish discrete types of silence (Fletcher and Watson, 2007), this approach extends beyond the conceptualization of silence as the opposite of voice, noise or speech in a coercive context. Closer to our concerns are researchers who have argued that being silent or silenced in organizational settings is not only a power-invested process, but is linked to various organizational practices (Brinsfield, 2014; Grint, 2010) and forms of expression in organizational debates (Kirrane et al, 2017), and importantly, has ramifications and implications for knowing, learning and organizing (Blackman and Sadler-Smith, 2009).…”

Section: Introduction: Nothing Happened Something Happenedmentioning

confidence: 97%

Nothing happened, something happened: Silence in a makerspace

Vaujany

Aroles

2018

Management Learning

View full text Add to dashboard Cite

An ever-increasing range of work activities occur in open spaces that require collective discipline, with silence emerging as a key feature of such workplace configurations. Drawing from an ethnographic examination of a makerspace in Paris, we explore the ways in which silence is incorporated into new work practices in the context of their actualization, embodiment and apprenticeship. Through its engagement with the conceptual work of Merleau-Ponty, this paper does not posit silence as the opposite of sounds or as a passive achievement. Silence is inscribed in a learning process and requires numerous efforts to be maintained (e.g. body postures to avoid staring into the eyes of someone entering into an open space, wearing headphones, etc.). It is also the envelope of numerous noisy acts that take place in the phenomenological body and in the embodied practices of workers. We argue that 'silencing' is an event ordering and giving directions to what 'happens' in collective work activities and central to the process of embodied learning in collaborative spaces.

show abstract

“…Existing organisational silence‐voice literature (Barry et al, 2018; Brinsfield, 2014; Morrison, 2011) largely confines itself to focusing on how employees withhold information and refrain from speaking up, arguably resulting in the mistaken perception that organisational silence is employee‐led. As a corrective, the novel conceptual insight in this article is to extend the silence concept to reveal how employers withhold information and curtail workplace dialogue and opportunities for employees to have a say.…”

Section: Discussionmentioning

confidence: 99%

Employer silencing in a context of voice regulations: Case studies of non‐compliance

Hickland

Cullinane

Dobbins

et al. 2020

Human Res Mgmt Journal

View full text Add to dashboard Cite

This article, drawing on the latest insights into organisational silence, considers how employers seek to withhold information and circumvent meaningful workplace voice when confronted with regulatory requirements. It offers novel theoretical insights by redefining employer silencing as characterised by the withholding of information and the restriction of workplace dialogue. In outlining three principal routes of non-compliance-avoidance, suppression, and neglect-we empirically illustrate the path to silence in the regulatory context of the European Union Directive establishing a general framework for informing and consulting employees. Rather than considering how employers utilised the regulations, as existing research considers, we look at how employers circumvented the regulatory space in three case studies in the United Kingdom and Ireland and the significant role of employer silencing as a tool for explaining this dynamic.

show abstract

Employee voice and silence in organizational behavior

Cited by 30 publications

References 0 publications

Human resource policy and teacher appraisal in Ontario in the era of professional accountability

Human resource policy and teacher appraisal in Ontario in the era of professional accountability

Nothing happened, something happened: Silence in a makerspace

Employer silencing in a context of voice regulations: Case studies of non‐compliance

Contact Info

Product

Resources

About